Category: Agile Project Management

Change management in organizations is an important part of their operations. External and internal environments affecting the realization of organizational value continue to change, and organizations must adapt themselves to these changes or perish. At Blue Cloud, a small software company, the change was necessary to improve productivity and satisfy customer expectations. Effective change management at the enterprise, geared towards the development of a customer-centric work ethic that also recognized employee productivity and innovativeness, was required. The CEO of the company opted to implement a new program called Agile to change the way staff members at Blue Cloud dealt with productivity challenges.

Thesis

Although the program had useful bits of desired productivity improvements, it was ill-conceived and its implementation process failed to capture and address salient requirements of change management.

Purpose of paper

The purpose of this document is to investigate the effectiveness of change management process at Blue Cloud regarding the implementation of Agile as a productivity framework and culture in the organization.

Demonstration of the three phases of planned change theory applied at Blue Cloud

The three phases of planned change theory are unfreezing, moving, and refreezing (Spector, 2012, p. 30). The first step involves the creation of an environment for staff members to feel dissatisfied with the status quo. It also involves benchmarking of operations with other companies and diagnosing internal barriers to improve performance. In the Blue Cloud’s case, the phase was represented by the move by Skinner, the CEO at Blue Cloud, to recognize the elements that were not working on Blue Cloud’s software development process. The CEO was dissatisfied with the existing processes of project management. The second phase is about moving organizational roles and responsibilities, as well as relationships (Karma, 2015). In Blue Cloud, after understanding the agile program, the CEO influenced production teams to copy it in the Blue Cloud context.

Rather than work in the traditional way, all the employees dealing with software development would form small teams that reviewed work processes and progress. They also tackled, identified, and assigned micro projects on a daily basis. The last phase is refreezing, and it is about aligning pay/reward systems and re-engineering measurement and control systems. At Blue Cloud, the measure of progress in software development was through yearly work and beta testing results. After change implementation, progress would be measured by monthly releases and the effectiveness of Scrum approaches to daily challenges (Spector, 2012, p. 48). At the same time, the case study showed that the CEO collected feedback from engineers after a year of implementing the changes (Spector, 2012, p. 49). Besides, new organizational structures were formed in the third phase. There were self-organized teams that worked on projects on a daily basis, parallel to overall project plans and schedules. Thus, the organization developed a semi-autonomous project management structure that facilitated rapid decision-making and implementation (Spector, 2012, p. 48).

Multiple stakeholder impacted through the change implementation

The change implementation affected the management at the company and the employees. The changes would affect product testing; therefore, it would affect consumers of the product (Spector, 2012, p. 48). The new philosophy brought by the changes would be to release early and release often. This implied that customers, as end users, would be getting newer releases and bug fixes more often. Besides, the progress of the company affects its shareholders. Success in its financial performance affects positively on shareholders’ interest (Spector, 2012, p. 48). If the Agile system being implemented as part of the change process worked well, it would affect company earnings and the company’s shareholders. After a year of change implementation, the case study showed that engineers were asked to evaluate the effect of change. The request for specific feedback from engineers and the nature of the projects done by the company, software development, indicated that employees in engineering positions were the primary stakeholders of the change implementation. The other mentioned groups were secondary stakeholders impacted by the change implementation (Spector, 2012, p. 49).

Evaluation of “Scrum” agile method for project management and how it worked at Blue Cloud

The agile method of project management follows the principles of collaboration, teamwork, and monthly releases. Scrum, which is an element of Agile, relieves teams from process-laden methodologies by identifying the existing backlog and creating simplified exercises that are meant for finishing the backlog in chunks. For it to work, teams that are self-organizing had to meet daily for a short period. They would use the meetings to identify the progress being made on a larger project, the type of work involved, and the obstacles facing it. A scrum master, who is the leader, moves a self-organized team to tackle an aspect of the challenge quickly.

Applying this method at Blue Cloud ensured that there was efficient work happening to move a project towards its completion with the monthly release cycle. It also acted as an alternative method for problem-solving for major projects by creating alternate units that had less bureaucracy and other hindrances to the effective finding of a solution. Unfortunately, Scrum relies on the same employees and managers who are working on the larger project. Thus, it has the potential of turning out to be a default way of project management, which focuses on short-term visible results of effort and outcome, while ignoring the bigger picture. It could miss systematic project challenges that a self-organized team accomplishing scrum may not be able to handle (Holbeche, 2006). In fact, when senior management focuses on the activity of scrum sessions, it can seem like the organization is working towards solving the problem. Nevertheless, effective organization change to handle systematic delays, resource challenges, and other organization-wide problems will still require appropriate coordination of scrum activities and overall project management activities (Sonenshein & Dholakia, 2012).

Conclusion

The CEO targeted the engineering norms of the company. The company relied on a cycle of spending a year of project development and testing before releasing it to the market. After one year, the company had moved to a monthly release cycle and was aiming to release its products often. It was also implementing scrum as part of the agile program. The case showed that Blue Cloud did not adequately introduce the desired changes. Although there was no reported employee resistance, the outcome after a year was not encouraging. Only a handful of engineers appeared convinced, while others were apprehensive about the changes that the CEO demanded. Besides, a number of them expressed dissatisfaction. Blue Cloud became agile in its software development process, but it did not solve its internal productivity challenges. It continued to devote productive time at meetings to seek solutions to its problems.

Summary of main points

The essay sought to investigate the effectiveness of change management process at Blue Cloud. It revealed problems with the change implementation in agreement with the planned change theory. The failures included not getting employee interest and opinions before asking them to implement the agile program and not piloting the program to identify early adopters and then focus on them first when seeking to change individual behaviors. The employees at Blue Cloud ended up working in the same environment with a different technique. There was a likelihood that indifference and negativity towards the program as expressed by the engineers after a year of implementing Agile were due to poor change transition managed by the CEO.

Lessons learned

Collective and individual employee behavior has a significant effect on the productive outcome of organizations. As much as employees adapt to the behavior of the organization as led by its leadership, they also exercise their individual qualities and create additional behavior influences for the organization. It is possible to turn hardship into internal organization’s relations and make them opportunities for creating new habits that become productive organizational traditions. Employee participation is paramount at all stages of change implementation. Moreover, it is improper to skip any stage of change implementation, as it will lead to reduced uptake of the introduced changes.

Recommendations

In the future, the CEO and management team should introduce new programs after seeking employees’ opinion. This will help in avoiding the negative employee attitude expressed towards change implementation efforts. Blue Cloud can focus on mutual engagement across the organization to prevent “change from above” sentiments (Karma, 2015, p. 110), which lead to half-hearted participation by the employees and can result in poor results during new project evaluation. The company should not assume that a system that works with other firms would automatically work at Blue Cloud. There is a need for testing and adequately creating full organization discomfort in the existing system, rather than relying on the discomfort of the CEO.

References

Holbeche, L. (2006). Understanding change. Oxford, UK: Butterworth-Heinemann.

Karma, E. (2015). Implementing strategy means changes for employees. In F. E. Dievernich, K. O. Tokarski, & J. Gong (Eds.), Change management and the human factor (pp. 109-128). New York, NY: Springer.

Sonenshein, S., & Dholakia, U. (2012). Explaining employee engagement with strategic change implementation: a meaning-making approach. Organization Science, 23(1), 1-23. Web.

Spector, B. (2012). Implementing organization change: Theory into practice. Boston, MA: Pearson.

The agile method of software creation is one of the newer progressive methods of organization typically being implemented in IT and development companies. The framework is based on the Manifesto for Agile Software Development, which emphasizes individuals and interactions, working software, customer collaboration, and rapid response to change as a basis for a free and less restrained environment (Wadhwa, 2019). Although the agile system is typically met with excitement and enthusiasm by managers and employees alike, the long-term implementation of Agile-like systems is also associated with a decrease in discipline, profits, and production volumes. One of the companies that suffered from such developments is ING – a Dutch banking group that sought to implement agile principles in its daily processes. The purpose of this paper is to evaluate how ING dealt with the initial setbacks in discipline from using Agile.

The Agile Manifesto

The agile manifesto was developed in 2001 by a group of software developers known as the Snowbird 17. It goes as follows:

• Individuals and interactions over processes and tools,
• Working software over comprehensive documentation,
• Customer collaboration over contract negotiation,
• Responding to change over following a plan. (Drumond, 2019, par. 11)

The manifesto acknowledges that the factors placed in the right column also have their importance, but claim that the ones in the left have priority. This manifesto proposes a more agile way of doing business when compared to the traditional hierarchical, waterfall-like structure of software development and project management.

ING and Agile

ING decided to implement Agile in early 2014, with the system being implemented in mid-2015, after deliberation (Jacobs, 2017). ING recognized that software was being used so extensively throughout the banking system, that IT knowledge and experience were becoming paramount in the successful company operation, thus making Agile more attractive as a method. The impetus for change came from the understanding of swaying customer preferences, acknowledging that a customer-centered approach would provide better results for the company in the long run (Jacobs, 2017). Since customer collaboration is one of the tenets of Agile manifesto, the system was considered favorable for the task.

The primary reason for ING encountering a decrease in discipline and the overall efficiency in the first year after adopting Agile was its sporadic use throughout the system (Jacobs, 2017). The banking sphere traditionally implements a very hierarchic structure, with planning, documentation, and contract negotiation. To find proof of this, one needs to go to the nearest bank and see how many papers need to be filled out before a solution is generated. In most cases, it is not the solution one wants or needs, but the closest possible approximate from the rigid options offered by the bank. With the introduction of mobile banking, that trend began to change. At the same time, it also puts a greater emphasis on IT and software development that are to accommodate the system.

Agile and hierarchical structures typically do not agree with one another (Wadhwa, 2019). One of the systems is built on planning and control, whereas the other, as indicated by the Agile manifesto, values individuals, interactions, and rapid responses over corporate planning. In ING’s case, the sporadic implementation of Agile by creating small groups operating under these principles and integrated into the overall company structure were rendered inefficient – while they were capable of self-disciplining and self-regulation, the departments still working under the waterfall structure viewed them as mavericks and enforced documentation and regulation from the outside (Jacobs, 2017). At the same time, the presence of teams that did not adhere to the overall disciplinarian structure damaged the organizational morale by generating two separate forms of management.

Lastly, the individuals and management working using Agile did not always agree with the system, seeing that there were no tools of physical control. Believing that employees needed a manager to ensure efficiency and not trusting them to self-organize, managers exercised micromanaging skills whenever possible. The employees, when faced with such treatment, became disillusioned with Agile, since the promised freedom in handling projects and clients was constantly undermined. All of these factors, together, led to a loss of discipline in IGN. Agile is reliant on discipline, so a detraction from self-organization led to a decrease in productivity.

ING Solutions to the Problem

The company recognized the failures of implementing Agile peace-meal, so they carried on with a more in-depth transformation of the banking group by implementing it at all levels and in all departments, over time. Instead of building a hierarchical top-down structure, ING transformed itself into a flat organization with 350 teams, each made up of 9 employees (Jacobs, 2017). These teams were broadly organized into different departments, in order to keep them moving in the overall direction necessary by the company. Each team also had an Agile coach, which taught managers and employees to work in highly-productive ways, with an emphasis on self-organization. As a result, ING regained its positions and dramatically improved the quality of customer service, as well as the overall efficiency of its projects. Thus, it could be concluded that one of the primary conditions for the success of Agile is the organization’s commitment to transform itself fully. At the same time, a framework is a tool, not an end-goal. It should be implemented when the organizational goals fit within its paradigm.

References

Drumond, C. (2019). Is the Agile manifesto still a thing? Web.

Jacobs, P. (2017). ING’s agile transformation.Web.

Wadhwa, D. (2019). Top three reasons why companies still struggle with Agile and SCRUM. Web.

Introduction

All of the organization’s internal issues that affected the initial decision and Sam’s team process were unknown at the start of the work. From the initial perspective, Sam was charged with an ambitious task that was not in line with the current company setup. As a result, the development team faced various obstacles while trying to complete the assignment without the necessary experience. As the analysis of the interaction between Sam and the company shows, the latter was not ready to accept the fundamental principles of the Agile approach. The organization is accustomed to using standard techniques developed long ago, such as the Waterfall model, used to establish fixed conditions (Sinha & Das, 2021). Simultaneously, Sam’s team tried to embody the principles approved in the Agile Manifesto back in 2001, focusing on the result, not documentation (Hohl et al., 2018). This conflict of interest could only manifest through collaboration as the organization did not engage in introspection.

Challenges and Solutions

Several key challenges can be identified in connection with the risen conflict. First, one of the most significant obstacles was the organization’s conservative nature. Simultaneously, the company wanted to follow modern trends and provide global services. In this context, the factor of the so-called VUCA world was not considered, demonstrating that the current environment is volatile, uncertain, complex, and ambiguous (Millar et al., 2018). Sam’s team likely chose an agile approach precisely because of the need to quickly adapt to instant changes dictated by the VUCA principle (Galvez & Gurses, 2018). It is the factor of rapid change that makes this system so innovative and attractive. The mismatch of principles and approaches has become one of the fundamental obstacles that could be resolved through thorough planning and analysis.

In addition, a significant challenge was Sam’s team’s inexperience, which manifested in various errors. It is an oversight of the organization, seeking to create a new branch with the help of inexperienced forces. Mistakes could easily be avoided by pre-determining the development plan and joint preparation. According to Agile principles, effective results can only be achieved through the cooperation of technical and business departments (Cooper & Sommer, 2018). The lack of such interactions and the unwillingness to establish them became the cause of many delays and ambiguities.

Trust in the Agile Method

In addition to the obstacles outlined above, there is the question of using an Agile system as such. This approach is innovative in many ways, which makes many firms use it as a solution to all their problems. These methodologies have a strict set of principles that must be followed: developers’ access to instant code revisions, departmental cooperation, and a short work cycle (Cooper & Sommer, 2018). In addition, designers must clearly understand what they are working on and be highly professional (Merkow, 2019). In the case of this scenario, most of these principles were not pursued due to disagreements between the management and the project team. The Agile methodology was chosen as a means of bringing to life the drastic changes that organizations conceived. In many ways, this approach is indeed effective in achieving these goals. However, it is practically useless in the absence of the necessary constituent elements. Thus, Sam’s team relied too heavily on the Agile system’s innovativeness, hoping it had high-quality features that could solve existing conflicts.

The Question of Mindset

In other words, although the theory of Agile methods could help significantly change the organization’s approach, applying it in the context of a conservative institution was a mistake. The directors primarily chose the least risky tactics and relied on outdated techniques. However, Sam’s team tried implementing a completely different workflow that significantly changed the status quo. Since the organization’s analysis was not carried out in advance, the possible consequences of such a collision were not taken into account. As a result, developers have been more focused on the need to stand up for their project than on adhering to design principles such as 4D and bringing the final product to the consumer (Devitt et al., 2021). In this case, the mindset error can be attributed to Sam’s team, which tried to implement an inappropriate practice, and to the organization’s management, which did not analyze the firm’s state.

Recommendations

Due to the many structural problems associated with the organization, there are few practical recommendations. However, one of the first should be a full clarification of the basis of the task and the interaction with the rest of the organization. For the work to proceed as efficiently as possible, I would establish the boundaries of cooperation and determine the list of authorities. If Sam’s team had not been so loaded with bureaucratic requirements and had more control, their work would have been more successful.

Such a discussion, in addition, will allow choosing the right approach for solving the problem. Even in the context of Agile methods, there is a whole series of methodologies that are united by the single term Agile Umbrella (Gechman, 2019). One of the most popular processes, for example, is Scrum, which stands out for its structure (Ambler & Lines, 2020). In this approach, in addition to the development team, there is a product owner who must be actively involved in the process and a scrum master who performs a leadership function (Rad, 2021). Thus, in theory, one can choose a suitable methodology that will allow interaction even with a conservative structure. In addition, one more recommendation is the gradual introduction of Agile. This approach will enable the team to take advantage of traditional methods, gradually replacing them with innovative ones, thereby making the structural changes that the organization needs in a much softer way.

References

Ambler, S., & Lines, M. (2020). Choose your WoW: A disciplined Agile delivery handbook for

optimizing your way of working. Project Management Institute.

Cooper, R. G., & Sommer, A. F. (2018). Agile–Stage-Gate for manufacturers: Changing the way new products are developed integrating Agile project management methods into a Stage-Gate system offers both opportunities and challenges. Research-Technology Management, 61(2), 17-26. Web.

Devitt, F., Ryan, M., & Vaugh, T. (2021). Arrive: A design innovation framework to deliver breakthrough services, products and experiences. Taylor & Francis.

Galvez, R., & Gurses, S. (2018). The odyssey: Modeling privacy threats in a brave new world. 2018 IEEE European Symposium on Security and Privacy Workshops (EuroS&PW), 87-94. Web.

Gechman, M. (2019). Project management of large software-intensive systems. CRC Press.

Hohl, P., Klünder, J., van Bennekum, A., Lockard, R., Gifford, J., Münch, J., Stupperich, M., & Schneider, K. (2018). Back to the future: Origins and directions of the “Agile Manifesto”–Views of the originators. Journal of Software Engineering Research and Development, 6(1), 1-27. Web.

Merkow, M. (2019). Secure, resilient, and agile software development. CRC Press.

Millar, C. C., Groth, O., & Mahon, J. F. (2018). Management innovation in a VUCA world: Challenges and recommendations. California Management Review, 61(1), 5-14. Web.

Rad, N. K. (2021). Agile scrum handbook (3^rd ed.). Van Haren.

Sinha, A., & Das, P. (2021). Agile methodology vs. traditional waterfall SDLC: A case study on quality assurance process in software industry. 2021 5th International Conference on Electronics, Materials Engineering & Nano-Technology (IEMENTech), 1-4. Web.

Badakhshan, P., Conboy, K., Grisold, T., & vom Brocke, J. (2019). Agile business process management: A systematic literature review and an integrated framework. Business Process Management Journal, 26(6), 1505-1523.

This research is a comprehensive literature review in which the authors identify the principles of agile work to optimize business processes. Based on the study’s results, conclusions about the value of emerging technologies and the relevance of flexibility are cited as the key findings. In addition, the researchers argue agile operating principles differ from traditional ones and require specific forms of governance in organizations. Change initiatives are inevitable, and to increase the flexibility of all processes, transforming individual aspects is important, for instance, business models or leadership styles. The article does not consider specific examples of organizations, but for the raised topic, they are optional since the key emphasis is on implications for businesses from a theoretical rather than a practical perspective.

Compared to the other studies involved, this article offers an overview of the principles of agility. Individual findings are valuable in the context of the considered management area, but the research cannot be regarded as a practical guide to the implementation of relevant approaches. At the same time, a large number of credible resources are utilized as a justification base, which increases the reliability of the findings.

The arguments about the importance of adapting business processes and the potential implications of agility for organizational development will be used in the future discussion. The role of technologies in this process will be cited as one of the critical factors to increase flexibility. The mechanisms of agility will be considered in the context of the influence on the cultural, workforce, and other aspects of managerial activities.

Jaggars, D., & Jones, D. (2018). An agile planning and operations framework. Performance Measurement and Metrics, 19(2), 121-126.

The main purpose is to identify the principles of development and implementation of agile planning to increase flexibility and achieve new management capabilities. The findings show this process is accompanied by organizational development barriers and can involve resilience to changes among the staff involved. The researchers pay particular attention to the functions of project leaders and note their role in coordinating all related processes, including the preparation of measurement metrics to monitor efficiency and productivity. This article focuses on a single organization as a platform for implementing agile management principles, but the mentioned activities may be utilized in different work modes and areas.

This article is valuable because, compared to some other studies involved, it offers a detailed framework for optimizing management in accordance with the agility approach. The functions of all stakeholders are clearly assigned, and tasks are set based on the needs of a particular organization. However, the study affects the organization that is not related to the business environment, which makes the findings less valuable for analyzing the entrepreneurial field. In addition, the role of technology is not mentioned, which makes it difficult to assess the tools involved in optimization.

This study can be usefully applied in the future discussion as a guideline for planning organizational development through agile principles. Performance metrics will be cited as a valuable framework for assessing the results of work mode transformation in the context of updated activities. Leadership roles will be cited as crucial criteria that determine the sustainability of organizational development under new conditions and updated growth goals.

Khalil, C., & Khalil, S. (2020). Exploring knowledge management in agile software development organizations. International Entrepreneurship and Management Journal, 16(2), 555-569.

In this article, the authors want to fill a research gap regarding how agile technological advancement contributes to organizational development through knowledge management initiatives. An appropriate theoretical model helps find the relationship between the variables under consideration and reveals the specifics of the operations of agile environments compared to traditional ones. Technological development, particularly software engineering, correlates positively with agile practices and allows establishing sustainable knowledge management. The authors offer a wide range of support resources and evaluate the work of 12 organizations selected as a research sample. Knowledge management is assessed as a significant criterion that determines the effectiveness of building agile enterprises and leadership in them.

This article offers an in-depth discussion of knowledge management and its importance in achieving agility in business. One of the resources involved also touches on this criterion, but in the work under consideration, the authors focus on the technological aspect of optimization, which allows implementing the set tasks. Although technology development is exclusively about software products, this factor plays a crucial role in justifying the relevance of digital interventions.

In the future discussion, the arguments of this study will be applied about the importance of combining knowledge management and technological development as steps towards building agility. In addition, the value of this approach will be mentioned in the context of IT organizations where innovative solutions play a significant role. The considered results of the targeted work will be presented as the findings that make it possible to prove the correlation between the corresponding management modes and the importance of engaging advanced technological resources.

Mergel, I., Ganapati, S., & Whitford, A. B. (2020). Agile: A new way of governing. Public Administration Review, 81(1), 161-165.

The main research objective is to highlight the value and implications of agility in modern management programs. The authors pay much attention to the results of the implementation of relevant initiatives and describe agile procedures from the perspective of influencing various areas of administration, including governance in general and individual management spheres. In addition, technology development is seen as an important criterion for increasing agility and organizational development. One of the key arguments is the need to transform classic bureaucratic organizational cultures to successfully implement the necessary principles that increase the flexibility of processes. Although no specific examples are provided, the article offers a broad academic basis for substantiating specific hypotheses and findings.

Of all the involved studies, this article offers the broadest description of agility and its impacts on modern business models. The mentioned forms of management provide an opportunity to assert the universality of this organizational concept and its value for management outcomes. Moreover, much attention is paid to the challenges that accompany transformation processes, and bureaucratic culture, forms of leadership, and some other factors are proposed as the constraints to take into account.

The definition of agility and its key features will be mentioned in the future discussion because the study in question offers an in-depth description of the concept. In addition, the arguments about the importance of transforming traditional business management models will be made, which is also an important topic. Associated difficulties will be included in the discussion to understand potential barriers and how to overcome them.

Oliva, F. L., Couto, M. H. G., Santos, R. F., & Bresciani, S. (2019). The integration between knowledge management and dynamic capabilities in agile organizations. Management Decision, 57(8), 1960-1979.

The authors of the study set the task to determine how much knowledge management and organizational agility affect the efficiency of enterprise management. Through interviews as data collection tools, they find out how the contexts of work in optimization modes match the interests and preferences of modern organizations. The notion of an agile company is clearly defined, and related characteristics are offered, including flexibility to change and adjusting an operating regime based on new requirements. Knowledge management is seen as a valuable criterion for developing the necessary cycles and providing a framework for testing and measuring planned results. Dynamic capabilities are viewed as a meaningful perspective that agility in business processes helps achieve.

Along with one more involved study, this article offers an in-depth discussion of knowledge management and its positive impact on the formation of an agile organization. The main limitation of this research is the focus on one case study. Nevertheless, due to the integration of several critical concepts, the authors come to important conclusions about the need to combine knowledge management and agility to achieve dynamic business capabilities.

Due to the arguments about the importance of agility as one of the criteria for successful work in the modern business environment, this article will be mentioned in the future discussion. The sustainability of management in the updated environment will be considered as a factor that largely depends on how effectively knowledge management is established in organizations. Moreover, the importance of utilizing an appropriate combination of agility and knowledge management will be mentioned in the context of practical benefits.

Discussion

The value of transforming management regimes to meet the required operational tasks is high in view of dynamic market trends and the need to establish sustainable control over the implementation of planned tasks. In this regard, the concept of agility has become one of the approaches increasingly mentioned in the field of administration. Creating agile organizations is accompanied by a number of changes, and the emphasis is on achieving flexibility as a factor in adapting business models to specific objectives. Along with agility, related criteria are discussed as the steps towards achieving the desired goals. These include organizational development, knowledge management, change initiatives, and other actions designed to optimize the working environment and transform it into an agile one. Without these factors, achieving flexibility is problematic, including due to the attendant obstacles, for instance, bureaucratic culture. This discussion proposes to evaluate the findings of credible studies on the principles of agility, identify the criteria to take into account for the implementation of the necessary plans, and offer new research perspectives based on the authors’ findings.

Many studies have focused on business agility and the functions this approach is designed to perform. Mergel et al. (2020) define this concept and note it concerns driving changes and moving from standard operating procedures to more flexible working methods. Badakhshan et al. (2019) complement the discussion of the relevance of such transformations by arguing flexibility can optimize organizational development and help achieve better business results. Moreover, the available findings suggest interventions are more likely to be successful when the associated procedures are performed responsibly, including preparing performance metrics and measuring instruments (Badakhshan et al., 2019; Jaggars & Jones, 2018). The relevance of technologies in the process of creating agile organizations is an important aspect discussed in various studies. Badakhshan et al. (2019) mention technological development as one of the essential criteria for the successful transformation of the organizational environment and, consequently, enhancing the intellectual base. Khalil and Khalil (2020) also draw attention to this aspect and argue the involvement of effective innovation resources, whether in IT or other spheres, is positively correlated with the optimization of management regimes. The lack of technological development, in turn, is fraught with stagnation and can hinder the natural movement towards progressive methods of administration. Another significant concept raised in some of the used studies is knowledge management. According to Khalil and Khalil (2020), for creating agility, this approach is the most effective when combined with technological advancement. Stimulating subordinates’ productive work by creating an environment for sustainable knowledge sharing, for instance, by introducing remote communication tools, is a valuable prerequisite for successful changes (Oliva et al., 2019). Finally, as Jaggars and Jones (2018) state, this is crucial to adapt leadership roles to the desired mode of operation to stimulate positive changes in organizational development. Mergel et al. (2020) list some of the challenges of working in this direction, for instance, bureaucratic culture and the need to introduce new leadership concepts. However, effective control is an essential criterion for creating organizational agility.

Subsequent research on advancing agile principles in management may address deeper factors that can enhance the success of optimization programs. For instance, Khalil and Khalil (2020) view software tools as a potentially powerful technology to apply, but in addition to this instrument, other developments can be applied, such as artificial intelligence algorithms. Based on the study by Badakhshan et al. (2019), different business models can be platforms for implementing agility principles. Accordingly, the variability of these models and their relevance to specific initiatives can be further explored. As Oliva et al. (2019) state, knowledge management is of great importance in the context of organizational development, and relevant methods for implementing this concept in distinctive scenarios can be studied. To complement the findings by Mergel et al. (2020), more attention should be paid to the barriers to introducing agility into the business framework, and the article by Jaggars and Jones (2018) can be developed by evaluating flexible management approaches in various business environments. These areas of study can expand the knowledge of the value of creating agile organizations.

References

Badakhshan, P., Conboy, K., Grisold, T., & vom Brocke, J. (2019). Agile business process management: A systematic literature review and an integrated framework.Business Process Management Journal, 26(6), 1505-1523.

Jaggars, D., & Jones, D. (2018). An agile planning and operations framework. Performance Measurement and Metrics, 19(2), 121-126.

Khalil, C., & Khalil, S. (2020). Exploring knowledge management in agile software development organizations. International Entrepreneurship and Management Journal, 16(2), 555-569.

Mergel, I., Ganapati, S., & Whitford, A. B. (2020). Agile: A new way of governing. Public Administration Review, 81(1), 161-165.

Oliva, F. L., Couto, M. H. G., Santos, R. F., & Bresciani, S. (2019). The integration between knowledge management and dynamic capabilities in agile organizations. Management Decision, 57(8), 1960-1979.

Introduction

Agile development is one of the approaches to managing changes throughout a product life cycle. This method is associated with flexible strategies, continuous support, rapid responses to stakeholders’ input, and improved cross-team collaboration (Hughes, 2019). The Agile Manifesto outlines the best practices that support the paramount features of this approach in the ever-changing environment in which modern companies operate. Barclays, a multinational bank that is more than 330 years old, is one such firm that requires a constant stream of innovations to remain well-adapted to its market (Smart, 2018). The company achieved tremendous success through the mindful application of the Disciplined Agile framework, which was first launched in 2015. In this essay, the impact of a properly integrated Agile manifesto will be reviewed in the example of a British financial services company Barclays.

Discussion

Due to its considerable age, the company was understandably very traditional in its many aspects of management. However, a firm that does not transform when the external environment forces it to do so is doomed to fail. Over 90% of senior executives from major companies agree that agility is a paramount quality for their companies in the long term, although only 10% were able to state that they are already agile enough (Denning, 2018). Barclays is not an exception, as its flexibility was lagging behind its competitors. Therefore, a special team focused on updating the company’s mindset was explicitly created to implement Agile into Barclays’ way of working (Smart, 2018). Merely understanding the concept of Agile is not sufficient: this approach must be modified for the specific circumstances of a firm through its top managers. Over the years, the changes such a group made for Barclays are worthy of a case study in proper Agile management.

First of all, the company’s employees had to be ready for significant changes. Adopting a new framework is not an instant process, as it requires teams to be gradually formed and trained to remain effective under a different leadership style in an environment that provides significantly more freedom than they experienced before (Denning, 2018). The team that was formed to supervise the transformation had to make the change feel as natural as possible and monitor possible barriers to implementation, such as the employees’ resistance to change.

In Barclays, the change began with a few selected groups that had the most potential to adopt such a work ethic. The success of these teams served as an inspiration for others when they were switching to a new paradigm (Denning, 2018). The ability to self-organize is the key factor in this transformation, and teaching it through exemplary teams is shown to be a viable strategy. At first, the number of Agile projects in Barclays was at around 4%, while in 2018, it was 65% (Smart, 2018). However, the transformation did not stop with changing the attitudes of a company’s employees and leaders. Indicators of the firm’s performance were selected, such as time per cash manipulation, the safety of transactions, and the optimization of logical paths within the firm’s network (Smart, 2018). In accordance with the Agile manifesto, the most efficient methods for each category in focus were selected by all involved stakeholders and improved by the newly formed teams.

A proper understanding of the Agile approach implies flexibility in all aspects of a company’s workflow. This notion includes the transformation process itself, as the change team leader Jonathan Smart acknowledged that the implementation will not be fully completed ever and must be seen as a goal in itself (Smart, 2018). Barclays was able to kickstart the changes with the help of experts in Agile, and now the adoption of new practices lies at the firm’s very core. Smart (2018) shares the incredible results of his team’s work, stating that “twice as many work items getting cleared up in half the time at half the cost, with 70% fewer incidents” (para. 15). This continuous assessment is critical in the Agile manifesto, as it promotes the usage of the best technologies, practices, and designs in all aspects that affect the company’s efficiency.

Conclusion

In conclusion, under proper management, Agile practices provide a company with numerous positive changes to its workflow, such as higher autonomy, improved teamwork skills, and customer-oriented decisions. However, it requires strict discipline within an organization, as Agile teams may struggle to prioritize meaningful changes over irrelevant customer requests and find themselves moving in a direction opposite to the initial goal. This transformation can be seen in the example of Barclays, which achieved tremendous success by creating Agile teams under a different leadership style. This framework pushed the company’s adaptability to market fluctuations and demands. However, the firm had to focus on discipline throughout this change process to ensure that teams would perform with as few incidents as possible and keep the safety of stakeholders’ assets in mind. The key concepts from the Agile manifesto are apparent in Barclay’s new way of working, as the company pushes toward both customers’ and employees’ viewpoints when making any adjustments or new features.

References

Denning, S. (2018). The 12 stages of the Agile transformation journey.Forbes. Web.

Hughes, K. (2019). The Agile manifesto, explained. ProjectManager. Web.

Smart, J. (2018). Insights: Jonathan Smart. Barclays. Web.

Introduction

The current project aims to introduce Intelligent Traffic Systems, or Smart Traffic Lights Systems, as an innovation that would help to improve road traffic situation in cities and suburban areas. The implementation of this system is expected to lead to a number of positive outcomes. First, it will decrease the amount of greenhouse gas emissions by reducing vehicle idling time. Second, it will minimize idle intersection time, which will increase throughput. Finally, it will be compatible with existing traffic light automation control systems, which makes it possible to incorporate this system into current infrastructure with minimal invasion (Lee & Chiu, 2020). To establish this change, Agile model can be applied as one of the most effective change methods in APM.

Change Management in the Agile Approach

Agile approach is widely applied in change management due to the fact that it allows the projects to evolve in a flexible and time-efficient manner. Some of the main areas of focus in this model are time and cost constraints that need to be set by the business. Depending on these factors, project managers and change managers produce a solution that meets those needs. As a result, Agile model helps to deliver changes on time and to cost. The philosophy behind these strengths of the approach is based on the fact that in Agile, features are the main variable. The power and dynamics of Agile are achieved by prioritizing each element or aspect of the feature and delivering them as the business’s critical functions, or Must Haves. Features and their aspects that are considered to have lower priorities fall in the Should Have and Could Have categories; developers make less commitment to them, focusing on the elements of the highest priority.

Intelligent Traffic Systems and Agile

It can be argued that intelligent traffic systems could be introduced according to this approach. Thus, the Must Haves of the project would include strategical placement of sensors at the intersections. In addition, the highest priorities would be applications such as “emergency vehicle signal preemption (EVSP), public transport signal priority (TSP), adaptive traffic signal control (ATSC), eco-driving supporting” (Lee & Chiu, 2020, p. 508). Meanwhile, message broadcasting would be in the Should Have category, and Could Haves would include other features connected to the development and improvement of the prioritized elements.

Another way in which Agile would make the introduction of this change possible is through creating a flexible and cohesive workflow management processes in the teams that will be working on the project in APM. Iterative development will allow using protocols, such as modelling and testing, in a way that encourages improvements that are informative and enriching before the final version of the product is produced. In regard with the smart traffic systems, safety is the matter of utmost importance. Therefore, testing is a crucial step to ensure that all the systems and applications are developed according to the safety protocols. This is made possible due to the fact that the delivery team in Agile is generally a small, multi-skilled group that constantly engages with each other and with the receiving organization. In this project, the organization will be represented by the municipal administration. As a result, the Agile strategies used to implement this change will ensure that the organization’s environment is favorable, processes are stable, and stakeholders are accountable.

Impediments to the Introduction of Smart Traffic Lights Systems

A major impediment to the introduction of Intelligent Traffic Systems is the fact that many vehicles on the roads are not able to communicate with the systems used by authorities to regulate traffic lights. The solution to this problem would be promoting the smart traffic lights application and encouraging more drivers to use it on their cell phones. Another challenge related to the introduction of Intelligent Traffic Systems are the “errors in the accuracy of sensing congestion during multiple and simultaneous vehicular honking”, which restricts the technique of using sensors at specific locations (Ravish & Swamy, 2021, p. 173). The solution to this problem is the development of improved, machine-learning sensors that collect data which can be used for detecting traffic congestion, mitigating and preventing it.

The third challenge is presented by the inaccuracies in predictions of travel time. Recent research and the experiments conducted on predicting travel time in smart traffic lights systems have shown that the percentage of these errors is still relatively high (Ravish & Swamy, 2021). To solve this issue, Ravish and Swamy (2021) have identified three types of approaches: parametric, non-parametric, and hybrid solutions. These approaches can help to identify what traffic systems are more appropriate for different locations.

Conclusion

Traffic-related issues are currently among the topical problems in many cities and suburban areas. Vehicle congestion, traffic jams, and pollution are some of the interconnected outcomes caused by the inefficient traffic management. The smart traffic lights system introduced by the project in question will allow minimizing and in certain cases eliminating these major traffic-related challenges. Agile change management approach can be applied to ensure successful implementation of the change, because it is a flexible model that allows continuous improvement and development of the systems.

References

Lee, W., & Chiu, C. (2020). Design and implementation of a smart traffic signal control system for smart city applications.Sensors, 20(2), 508-526.

Ravish, R., & Swamy, S. R. (2021). Intelligent Traffic Management: A Review of Challenges, Solutions, and Future Perspectives.Transport and Telecommunication, 22(2), 163-182.

Traditional customer delivery chains have become less effective during the last decades. The need to invest in more modern organizational systems became apparent after companies noticed diminishing discipline and slower innovation implementations. As a result, some companies started implementing agile organizational methods that were intended to increase productivity and internal processes. One of the companies that effectively used and implemented an agile method was Gazprom, and agile changes in organizational principles allowed it to achieve better results.

The greatest constraints preventing corporations like Gazprom from achieving agility in their internal operations are related to traditional management goals. The definitions of such difficulties were stated by Zhukov et al. (2019), “The factors which prevent them from this are the desire for short-term profitability and long-term integrity, economic efficiency and sustainability, as well as the desire to achieve competing interests of the parties concerned” (p.416). However, agile organizational concepts place a greater emphasis on the correlation of intrinsic, social, and ecologic components of the firm (Zhukov et al., 2019). The combination of the components often describes the agility of the company. A business model that promptly adapts to external alterations and influences signifies a presence of agility in its structure and operations (Zhukov et al., 2019). In addition, social processes affect the workflow of a company and further define the final results. Thus, the focus on acknowledged in the past objectives such as short-term gains and economic sustains became less significant. Instead, the modern agility views demanded concentration on environmental and social factors.

Gazprom utilized traditional systems of the supply chain but altered them in the process of development. The main systems consisted of the management of supply and warehousing facilities (Zhukov et al., 2019). They also emphasized scheduling, strategy implementation, distribution control, and logistical analysis (Zhukov et al., 2019). The system utilized by the firm until 2007 was RPMS (Zhukov et al., 2019). However, the lack of comprehensive planning techniques and fluidity of informational integration demanded a modern approach. Later, the company started introducing the agile principles of organization. Principles of the agile manifesto, such as creating self-sustained parts inside a company and acceptance of changes to the core workflow, allowed them to increase the effectiveness of the supply chains (Zhukov et al., 2019). As a result, the company constructed new automated warehouses and integrated technological equipment that increased the agility of supply procedures (Zhukov et al., 2019). By changing the conservative system and implementing agile methods of integration, the company achieved increased productivity in distribution chains.

The researchers have been able to identify the central results of the implementation of agile principles by using various techniques. The studies focused on the flexibility to adjust networks and the substitution of materials for manufacturing to evaluate the productivity of the company (Zhukov et al., 2019). In addition, they emphasized product and shipping management and the consistency of the supply cycles (Zhukov et al., 2019). The researchers evaluated the data of different indicators of agility and assessed it under the guidance of managers and business analytics (Zhukov et al., 2019). The experts received surveys and filled them according to the provided data and information (Zhukov et al., 2019). The main indicators for analysis of the company were the agile expansion of supply chains, increased sponsorship and globalization, and also the speed of shipments and an overall cycle of orders (Zhukov et al., 2019). The research used expert opinions and indicators to evaluate the results of agile methodical integrations.

The outcomes of applying agile concepts demonstrated a transformation in the organizational processes. The overall number of supply operations and their agility increased (Zhukov et al., 2019). The hierarchy and the distribution of managers in the supply chain have improved (Zhukov et al., 2019). Furthermore, the organization has seen an increase in the number of technical implementations as a result of accelerated learning and social processes (Zhukov et al., 2019). However, the company also faced difficulties during the implementation (Zhukov et al., 2019). Barriers such as the lack of human resources and the practice of agility principles’ difficulty in evaluating staff performance and knowledge contributed to the decrease in agility (Zhukov et al., 2019). The adoption of agile methods of management enhanced social interactions and enlarged the supply chains (Zhukov et al., 2019). Despite the multiple obstacles, the deployment of agile methodology greatly increased the number of logistical operations and technical optimizations.

Gazprom utilized traditional organizational systems that focused on aspects of the economy and short-term profits. However, the decrease in informational and technological implementations requested a new approach. The integrated agile methods, such as formulating independent parts, increased the number of supply chain operations. The evaluation of the improvement was completed by researchers and experts in the business analysis. By establishing indicators of the progress and using surveys, they made an evaluation of the company. Despite all the barriers to agile transformations, the company has observed an advancement in social interactions within the organization and an expansion of various logistical processes.

Reference

Zhukov, P. V., Silvanskiy, A. A., Mukhin, K. Y., & Domnina, O. L. (2019). Agile supply chain management in multinational corporations: Opportunities and barriers. International Journal of Supply Chain Management, 8(3), 416-425.

Introduction

Agile is an impressive and persuasive business tool for all individuals and companies. According to the “Agile Harvard Business Review,” it would be difficult for companies to operate without incorporating agile (Review, 2020). In this case, agile provides immense benefits that are realized beyond project management and information technology (IT) into other business enterprise sections. Although Agile by the Harvard Business Review offers robust business tools for individuals and businesses, it has also provided some key takeaways.

Takeaways from the Harvard Business Review

“Agile: The Insights You Need form Harvard Business Review” provides some key takeaways to modern businesses. The book offers the most relevant thinking on agile in contemporary society, where most companies are in a cutthroat competition on who will become more innovative. One of the most pertinent takeaways is on the issue of exploring the environment in which agile is most worthwhile to implement (Review, 2020). The book also offers relevant insights into the benefits of lowering the new-product development risks that affect most of today’s businesses. In addition, Agile brings the most valuable features and products to market faster in a more predictable environment. The lessons in the book will help most business managers and other willing individuals to introduce agile in various activities and increase the rate at which the company makes profits.

According to this book by the Harvard Business Review, contemporary business is always dynamic. This constant change for the enterprise requires organizations to keep evolving to remain relevant and be left behind entirely. A modern company that is not dynamic is doomed to fail and will eventually perish (Review, 2020). Therefore, the book cautions businesses to get up to speed and deepen their comprehension of the topics shaping the company’s future. The book Agile features the most innovative thinking strategies on many issues to help modern businesses become more competitive in a fast-changing business environment. The book also provides practical case studies and the foundation the company requires to survive in the competitive contemporary business space. This book also offers the best analysis, interviews, and research to help the business get ready for the new future.

Managers and business leaders need to get up to speed and implement agile, as it is the key driving force of their business. In this regard, understanding the basics and consulting the right people will prepare their businesses for the future. Any organization leader must have agile teams who can deliver on the company’s requirements (Review, 2020). Agile is a business concept in modern society that will move from project management and information technology to other areas of the business, such as human resources. Not many companies can afford to ignore the pertinent issues raised in the book because they will assist in transforming the business’s landscape and society. In addition, the Insights series will help people and their businesses to comprehend the best ideas for running a modern business and prepare them for the future.

Conclusion

In conclusion, “Agile: The Insights You Need” is a comprehensive book offering critical advice to individuals and business managers on the best ways to run an enterprise. The business managers and leaders who are this book’s primary audience are taken to speed by having the basics of running a business. Therefore, having agile teams in an organization helps businesses to compete favorably in an intensely competitive business environment.

Reference

Review, H. B. (2020). Agile: The insights you need from Harvard Business Review. Gildan Media.